self assessment - strengths and potentials b2 - d1 eurocrafts21.eu

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Holger Rohn - Trifolium-Beratungsgesellschaft mbH 1

Self assessment - strengths and Self assessment - strengths and potentialspotentials

B2 - D1B2 - D1

www.eurocrafts21.eu

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Execution of the status quo analysis/ self Execution of the status quo analysis/ self assessment: Assessment workshop (2nd date)assessment: Assessment workshop (2nd date)

Half-day moderated workshop Valuations that hold a consensus within the team (usually those that do not

differ by more than 2 to 3 »marks«) are determined and their average is defined. Base: individual status quo valuations by the team members

Scores evoking differences, are discussed in order to jointly agree on an appropriate score.

Averages are established (If required) statements/evaluations for which participants require further

information in order to answer them, are marked. Compilation of first visualisation Feedback and foresight to the potential and measures workshop (3rd date)

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Execution of the status quo analysis/ self Execution of the status quo analysis/ self assessment: Potential and measures workshop assessment: Potential and measures workshop (3rd date)(3rd date) Half-day moderated workshop if required: Clarification of open data and Introduction in the method of finding potentials and measures Identification of strengths and potential room for improvement

based on the status quo assessment Priorisation of the improvement potentials Deriving of concrete measures based on the identified potentials Drawing up of an action plan of measures

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Method for finding improvement potentials and Method for finding improvement potentials and measures (profile creation)measures (profile creation)

Approach in seven steps:1. Areas with values lower than 5 or 50 % or with scores that are

lower than the specific average are marked in the radar chart. This is done for all four diagrams.

2. Questionnaires are consulted in order to identify the individual statements that were marked »good« or »poor«.

3. These statements and the corresponding negatively evaluated appraisal category (e.g. internal communication: good planning; less good in implementation and review/follow-up) are written on cards that are subsequently pinned to the charts. The same procedure is carried out for statements with positive scores. Different colours of cards ensure transparency (e.g. red cards for areas with potential for improvement, green cards for strengths).

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Method for finding improvement potentials and Method for finding improvement potentials and measures (profile creation)measures (profile creation)(continuation)(continuation)Approach in seven steps:1. ...2. ...3. ...

4. Discussion of interim findings if the situation requires.5. Focussing of main points within the interim results if necessary. The aim is

to identify four to eight areas for potential improvement (depending on specific preconditions, efforts, costs etc.) for which action plans conceived. Example for defining lead points: all participants stick dots on cards they see as most important.

6. Identified areas for improvement are discussed in the plenum or in small groups to work out possible measures thus making full use of all resources.

7. Compilation of an action plan complete with budget, schedule, responsibilities etc.

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Step 1: Marking in the spider web diagramStep 1: Marking in the spider web diagram

Source: Wuppertal Institute

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Step 2: Assessment sheet with marked Step 2: Assessment sheet with marked strengths and potentials for improvementstrengths and potentials for improvement

Green marked: Strengths

Red marked: Potentials

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Step 3: Creation of the strengths/potentials Step 3: Creation of the strengths/potentials profileprofile

Source: Wuppertal Institute

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ContactContact

Holger RohnTrifolium - Beratungsgesellschaft mbHAlte Bahnhofstrasse 13, D-61169 Friedberg, GermanyPhone: +49 6031 68754 64email: [email protected]: www.eurocrafts21.eu

This project is funded with support from the European Commission. This publication reflects the views only of the author, and the Commission can not be held responsible for any use which may be made of the information contained therein.

The Leonardo da Vinci project Euro Crafts 21 is carried out under the administration of plenum - society for holistic sustainable development and the Factor 10 Institute Austria. The objective of the project is to establish a significant added value in the vocational education in Austria and the participating partner countries (Finland, Germany, Slovakia, Spain and Hungary). This will be achieved through the innovation transfer of an already completed pilot project - aiming the development and testing of an overall qualification and consulting concept for sustainability management in the handicraft branch of North Rhine-Westphalia (Germany).

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SourceSource

Lemken, Thomas; Rohn, Holger in collaboration with Tobias Engelmann: Module B2 Self-Check Crafts. Westdeutscher Handwerkskammertag (Ed.): Sustainable Management in crafts enterprises. A manual for the implementation of a qualification and consulting concept made for consultants and teachers in the crafts sector. Results from a pilot project, Düsseldorf (Nachhaltiges Wirtschaften in Handwerksbetrieben. Eine Handreichung zur Durchführung eines Qualifizierungs- und Beratungskonzeptes für Betriebsberater/-innen und Dozenten/-innen im Handwerk. Ergebnisse aus einem Modellversuch, Düsseldorf).

self assessment - strengths and potentials b2 - d1 eurocrafts21.eu

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